[NAME OF COMPANY HERE]

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ABOUT YOUR PROPOSAL

We ask that you do not accept our brief description of the insurance coverages as a complete explanation of the policy terms. A narrative description can never replace a policy. The actual policy language will govern the scope and the limits of the coverage provided. You may wish to consult your attorney concerning this.

Ten years ago it took $5 million in total agency revenues and about $30 million in Property/Casualty premiums to land on the top 100 agency list. Now an agency needs to have in excess of $10 million in revenues and $60 million in premiums to make the cut. Ten years ago the average independent agency in the country had $250,000 in total revenues with six to seven people. Today the average is close to $600,000 in revenues, also with six to seven people. To use a phrase from Bob Dylan, "the times, they are a changing."

Many readers have been asking me for scripts that cover the first phone call to a new referral prospect. Obviously, this first call will vary greatly for a number of reasons: The nature of your business, the circumstances of the referral, and whether or not your client introduced you in some way — just to name a few.

Do you regularly negotiate such contractual issues as commission rates, growth goals, etc. with your companies?

Congratulations to the 57% who responded, “Yes!” Based on those positive responses, it appears that agencies of all sizes are negotiating. Negotiations aren't limited to larger agencies. If these agents weren't succeeding in their negotiations, even in a hard market, they'd be giving up. Although 57% is a good percentage, I'd love to see this number keep growing. If you aren't negotiating contractual issues with your companies, isn't it time to begin?

Referring to Wal-Mart's upcoming redesign of its Web site, one analyst said it will give retailing a "jolt" and another said it will "change Internet retailing." Evie Black Dykem, of Forrester Research, Inc., said, "It will be the shot heard round the retail world." When the world's largest retailer stakes its claim on the Internet, many predict that life will never again be the same. "The power to navigate the world at the click of a mouse is a force that is transforming our lives like none before," wrote the editors of Business Week. A few paragraphs later, they added, "Anyone with a computer is a citizen of the world-and a richer world at that."

Independent Agency System carriers that rank high on the Gomez insurance Web site index probably congratulate themselves on their achievement - the result of hard work, creativity, and spending in the nine or ten-digit range. But what if these high-ranking carriers are scoring well in the wrong game?

Suppose Gomez and other Web ranking services have no idea what they’re talking about? What if they base their evaluation criteria on an implicit misunderstanding of the insurance business? What if "winning" means embracing a bankrupt business strategy?

All producers know that overcoming objections is part of the selling process. However, many forget that making objections is just as intrinsic to the buying process.

To identify the root causes of objections, producers should put themselves into the buyer's shoes. You also buy in your personal life, so use your own experiences to sharpen your expertise.

We all know the value that cross-selling brings to agencies. According to industry statistics, profit margins on the second sale are two to three times higher than the first and retention is 60% higher. Yet the average independent agency’s number of policies per customer hasn’t changed in 20 years. How can such a vital, well-publicized goal remain so elusive for so long? It’s as if we all know how to become millionaires but ignore the facts. The truth is that cross-selling is a complex process that can fail for a number of reasons.

Though faced with the realities of dramatic economic change, the reconfiguration of the business landscape, and globalization, U.S. companies continue to go down the wrong path. Former U.S. Treasury Department official Michael Jacobs calls it "business myopia."

It may be argued that "enhancing shareholder value" drives the myopic vision of publicly-traded companies, but "shareholder demand" is perhaps more accurate. In privately held companies, myopic thinking results from a desire to increase market share or simply beat last month's figures.

After an automated sales center is up and running, it's up to producers to act on the qualified leads that the sales center coordinator, assistant, and support staff have worked on.

Prospecting is an old term; replace it with "business development."

Business development requires a positive attitude, confidence, and discipline. The business development mind-set can be picked up by anyone who has a desire to step to the front line and just do what must be done. Commit to a business development plan of action, then organize and follow through.